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Available dates

Nov 11—15, 2019
5 days
Toronto, Ontario, Canada
CAD 4750 ≈USD 3627
CAD 950 per day
May 25—29, 2020
5 days
Toronto, Ontario, Canada
CAD 4750 ≈USD 3627
CAD 950 per day
Nov 23—27, 2020
5 days
Toronto, Ontario, Canada
CAD 4750 ≈USD 3627
CAD 950 per day


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About the course

The highly interactive learning format provides you with insight on your dominant and secondary management styles and expands your management acumen.

This advanced management training course will help you in the following areas:

  • Advanced leadership techniques,
  • Change management processes and principles,
  • Communication and development strategies
  • Team-building
  • And today’s Big Three management tools: coaching, mentoring and group facilitation techniques

Receive a complete analysis of your management style to better understand your leadership qualities and the ne multi-gnerational workforce. Master the art of aligning your management style to employee competency levels, and add state-of-the-art leadership and coaching strategies to your repertoire of management expertise. You’ll learn to identify and reduce negative stressors, facilitate group meetings more effectively, foster teamwork and improve ownership and accountability.

Course content details

Component 1: Effective Leadership Strategies in Operations

Introduction to Dynamic Influencing Behaviours©

  • Interpretation of coaching style self survey using Management Action Situations©
  • Understanding your “preferred style”
  • Style flexibility and range, the key to a dynamic leader

Leadership of Groups Within Your Department or Organization

  • Choosing appropriate leadership styles
  • How to encourage participation
  • Understand and manage employee competencies
  • Develop a multi-generational culture by understanding the different motivations and engagement styles of your staff

Applying the Concepts to the On-the-Job Environment

  • How to make the coaching model work
  • Receiving input and feedback from your employee work groups

Using Power Positively

  • Influence without intimidation
  • Personal power vs. position power
  • Eight sources of influence

Component 2: Self Management for Professional Success

Models for Improving Your Communications with Employee Groups

  • The value of participation and its effect on quality, commitment, individual satisfaction and anxiety levels
  • Predicting a pattern of response from others
  • Learning to react in a more positive and influential manner

Controlling Negative Workplace Attitude

  • How attitude impacts performance
  • Analyzing your LSI Self and 360° feedback
  • Action planning to improve personal and team-related performance

Creating a Personal Action Plan

  • Setting personal goals for improving your leadership performance
  • Establishing benchmarked time frames to improve your self management

Self Management and Leadership Style

  • Using the best leadership style to get your team up and going quickly
  • Developing your own strategy to deal with teams at work

Component 3: Group Management and Team Development Strategies

Group Leadership at Work Today

  • Origins of research on effective group behaviour
  • Effective and affective behaviour
  • Formal vs. informal leadership

Managing Conflicts and Different Group Types

  • The five conflict styles and when to use appropriately
  • Understanding organizational culture
  • Thinking styles vs. decision-making styles
  • How to achieve group harmony

Understanding Group Member’s Styles

  • Managing the aggressive, constructive and passive styles
  • Consequences of these behaviours to group performance

Developing Effective Teamwork: a Tactical Approach

  • Stages to building the ideal team
  • Examining techniques for enhancing team effectiveness
  • Developing group problem-solving processes

Component 4: Coaching and Mentoring for Improved Staff Performance

Coaching for Peak Performance

  • Coaching styles that match the competence and maturity of your team
  • Benchmarking best coaching practices
  • Becoming a high-performance coach
  • The impact of relationships on performance
  • Improving performance through raised expectations
  • Creating “shining eyes”
  • Setting goals with, not for your people
  • Tracking progress; providing support

Firing Up the Team

  • Building commitment and enthusiasm using new approaches to measurement
  • Alternative rewards and recognition
  • Dealing with poor performance
  • The art of constructive feedback

Key Mentoring Skills

  • Elements of successful mentoring relationships
  • Attributes of great mentors
  • Three key strategies of exceptional mentors
  • The dangers of giving advice readily

Component 5: Leading Organizational Change

Facilitating a Development Plan for Team Members

  • Creating a performance improvement plan
  • Matching mentor and protégé
  • Developing customized learning plans
  • Matching learning opportunities with the learning style of your protégé

Next Steps: Managing Change and Removing Oppositional Behaviour

  • Becoming more persuasive
  • Using your power to influence events
  • The eight most important sources of power
  • Using the “two-bucket” approach to improve relationships and influence
  • Knowing and dealing with anticipated responses of your team in the face of change

Balancing Power with the Naysayers’ Needs

  • Knowing why there is resistance
  • Using active listening to clarify concerns
  • Finding creative solutions for win-win outcomes

Applying Influence and Leadership Skills

  • Moving from conflict to collaboration
  • Fine tuning your plan

Management Themes

Participants will focus on the following management themes:

  • Understanding the new multi-generational workforce
  • Aligning your management style to employee competency levels
  • Advanced leadership techniques
  • Proven principles to lead your team more effectively
  • Change management processes and principles
  • Employee communication and development strategies
  • Team building strategies
  • How to form highly efficient and goal driven teams
  • Coaching, mentoring and group facilitation techniques
  • Today’s “big three” management tools

Who should attend

This program benefits managers with at least five years’ direct employee management experience, including:

  • Business directors
  • Vice-presidents
  • Division managers
  • General managers and business managers
  • Human resources managers
  • Training and industrial relations specialists
  • Project managers, team leaders and supervisors
  • Corporate development managers
  • Public sector directors and managers
  • And regional, national, and international managers

Trust the experts

Joseph Sherren

Biography Joe Sherren, President of Ethos Enterprises Inc., is a management effectiveness expert who has spoken to more than 4,000 audiences in over 30 countries in the areas of leadership, team development and group motivation. His corporate experience includes 25 years in senior management pos...


Cy Charney

Biography Cy Charney is one of the Schulich School of Business, York University’s top instructors. As a leading Canadian thought leader in the area of organizational performance, Cy has developed a variety of unique interventions to help organizations in both the private and public sector become...


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